Have you ever invested in an expensive new database program,
productivity suite or document management system, only to have your
employees completely ignore it? In small companies, new technology
sometimes goes underutilized when workers lack the knowledge or
interest to make it work--draining the productivity gains and
competitive edge you expected from your investment. What you may
not realize is that the lack of interest and participation may be
your fault.

All too often, employees are presented with unfamiliar
technology and left to figure it out for themselves. Then, faced
with a high-pressure situation, they revert back to the old method
of doing things just to get the job done--never to return to the
new system. Of course, this scenario doesn't have to become a
reality in your business. But here's the catch: You must be
willing to follow a few basic rules during the implementation,
training and support phases of a new technology rollout.

Start 'Em Early

The time to ease your employees through a technology transition
begins long before the new system lands on their desks. Start by
notifying everyone about the upcoming change and soliciting their
input. Ask key managers and other employees how they perform tasks
now and how they think the current system can be improved. Not only
does this make everyone feel included, but it also makes for more
informed technology decisions.

Build excitement for the new technology by explaining to
employees how it will help them accomplish tasks more quickly and
easily. Illustrate the flaws in the existing system, and outline
how the new hardware or software will improve the situation. That
way, your staff is less likely to resist the impending change.

David Elles, 39, co-owner with his brother Karl, 45, of Caster
Technology Corp., a small manufacturer and distributor of casters,
wheels and materials-handling equipment in Garden Grove,
California, is expanding the company's intranet to standardize
policies and training procedures in the firm's four locations.
He knows that to get his 30 employees to use the intranet, he's
got to sell them on it. "I'm trying to find something
practical and real that [employees] are going to believe in,"
says David Elles. "I've got to find their biggest problems
and show them how to solve them by using the intranet."

When deciding on new technology, don't overreach.
There's no use buying the latest feature-laden program if
it's going to be too much for your employees to handle.
Instead, go with technology you're relatively familiar with.
That's what Justin Bonds and Joe Hurley, both 22, did when they
were looking for a new accounting system for their Clinton,
Arkansas, Web design firm, Hyper Tech Inc. One reason they decided
on Peachtree Office Accounting from Peachtree Software is that it
had features they already knew how to use. Peachtree Office
Accounting integrates with Microsoft Office productivity
applications, so the interface and many of its features are very
intuitive. "Since I've already used Microsoft
Office," says Bonds, "it was really easy to get up and
running."

School's In

Classroom-based technology training is one way to teach
employees computer skills, particularly when implementing new or
updated software. Hundreds of computer training companies offer
courses for one or several days on topics such as how to build
databases, use word-processing programs and surf the Internet.
Check your local Yellow Pages for computer training companies near
you.

Keep in mind, however, that classroom-based instruction can be
expensive and time-consuming. Difficulty applying the newly learned
computer skills to an existing job situation is a common complaint
as well.

In some instances, computer-based training (CBT) can be cheaper
and more effective than classroom instruction. CBT, which includes
online tutorials, CD-ROMs on how to use software products, and
courses offered through the Internet by universities and computer
training companies, allows employees to solicit feedback, develop
projects that are relevant to their jobs and work at their own
pace.

Bonds, for instance, spent just a few hours with the manual and
online tutorial that comes with Peachtree Office Accounting. From
the main window of the product, he was able to access a
screen-by-screen explanation of Peachtree Office Accounting's
main features and capabilities. The Quick & Easy Start-Up
wizard also contained audio instructions to make setting up less of
a hassle.

Many experts say the best way to learn new technology is through
hands-on experience in real situations. "We've tried
outside seminars, videotapes and books to teach our employees how
to use software, and those really didn't help," David
Elles admits. "They weren't a total solution because they
didn't address our company's environment and how we wanted
to use [the software]."

Begin with an onsite introduction of the new equipment or
software for all employees who will need to use it. As Caster
Technology found out, one-on-one training can be too expensive and
time-consuming, so find a way to bring everyone together at one
time. At the meeting, clearly demonstrate how to use the
technology, outline company procedures and policies, and be open to
employee questions and comments.

And don't exclude remote employees from the training. Elles,
for instance, uses a combination of desktop audio, video and data
conferencing tools to introduce his remote employees to new
technologies.

Limit the gap between the initial training and on-the-job
availability of the new equipment to one week so the training will
remain fresh in everyone's minds. And provide your employees
with some computer practice time on projects that aren't
time-sensitive. The idea is to reduce the pressure involved in
learning new software and equipment while providing practical,
hands-on experience. Elles, for instance, had all his managers
contribute to and edit the areas of the company's intranet that
related to their departments.

Through the experience, he hopes they'll become familiar
with the technology and, in turn, instruct and encourage their
employees to use it.

Establish reasonable expectations and goals about the time and
effort involved in learning new technology. Devise methods to track
employee progress, and provide incentives for workers who use the
new software and equipment.

If at all possible, don't make any radical changes to
technology programs you've just implemented. "You can
confuse or frustrate your employees by changing your software or
policies too often," notes Elles. "You need to have
stability in your system so everyone has a chance to learn
it."

Thank You For Your Support

Employee training isn't a one-day event. The key to
implementing any new technology is to provide employees with the
support and resources they need on an ongoing basis. Nothing can
kill employee enthusiasm faster than unanswered questions, frequent
glitches in the system or support personnel who turn a deaf ear.
It's important to provide someone for them to approach with
problems, questions or concerns.

Caster Technology has the luxury of having a full-time MIS
employee on staff. The co-owners are also readily available to
train employees, answer questions and troubleshoot. "Employees
feel comfortable knowing there's always someone to turn to in
times of need," he says.

Unfortunately, few small-business owners have the resources to
hire full-time tech support or the time to help employees
themselves. If that's the case, consider part-time help.
Occasional IT support is better than none, and many consultants are
willing to help out on a part-time basis. Although it can be
expensive, value-added resellers (VARs) can also provide various
kinds of tech support. For a fee, VARs can be a local resource for
fixing nagging PC problems, providing software training or
answering employee questions.

Another possible solution: Assign a computer-literate employee
in every department to function as a part-time computer guru who
keeps up on the latest programs and lends expert assistance to
colleagues. Some portion of their responsibilities should be
reduced so they have time to provide this assistance. Also, make
sure their role becomes part of their job description so they know
their efforts are recognized and valued by the company.

No matter how much employee input you solicit, and regardless of
the training and support you provide, your job as technology
cheerleader never ends. In fact, Elles notes that he recently had
to remind one of his key managers to go to the company's
intranet to find a document. Says Elles, "You have to
reinforce [this with] employees all the time."